Harvard Business Review

JULY 24, 2017

Major organizational changes, covering everything from recruiting and branding to regulatory approvals and marketing, happened in rapid succession, with a hard deadline of 12 months to get it all done for the IPO — and 18 months from the IPO until our full separation from GE. Change management certainly tested us.

Management 11

Management IPO Diversity Long-term 11

Harvard Business Review

MAY 16, 2012

One of our most striking findings was that of the entrepreneurs we surveyed who had a successful exit (that is, an IPO or sale to another firm), about 70% did NOT start with a business plan. Many start-up plans emphasize some gigantic potential market and how getting just the smallest sliver of it will make them and investors rich.

Planning 20

Planning Mintzberg IPO Entrepreneur 20

Rajesh Setty

DECEMBER 4, 2008

Here you’ll find more than 1500 articles and mini-sagas on entrepreneurship, leadership, creativity and simply how to distinguish yourself. We used agile method to build the product using the latest open source stack and some mashups with a few online services. HELLO THERE AND WELCOME. You are a new visitor to this blog.

Blue Ocean Strategy 30

Blue Ocean Strategy CPM Licensing Open-book 30

Harvard Business Review

MARCH 4, 2016

Even when startups have great products and customer interest, they struggle with long-term growth. To borrow an analogy from our Harvard Business School colleague Shikhar Ghosh, their firms aren’t murdered by the market; they commit suicide because the founders can’t or won’t adapt to the organizations’ changing needs.

Venture Capitalist 8

Venture Capitalist Sample IPO Long-term 8

Harvard Business Review

MAY 16, 2016

Strategic alignment, for us, means that all elements of a business — including the market strategy and the way the company itself is organized — are arranged in such a way as to best support the fulfillment of its long-term purpose. Each state poses a different leadership challenge. The fall can come quickly.

Banking 14

Banking Strategy Film Operations 14

Harvard Business Review

MARCH 27, 2014

I still remember when Steve Jobs was featured in business school case studies as an example of bad leadership style. The consummate loner, Harano would likely have stayed off our radar screen, except that one day his unpredictable behavior led to a fantastically successful product. Companies and venture capitalists chase hot markets.

Entrepreneur 8

Entrepreneur Venture Capitalist Business Incubator IPO 8

Harvard Business Review

AUGUST 6, 2014

At the time, though, we were just in search of a new approach to building a sustainable business in that critical but often difficult market. In fact, you could say (and many did) that our previous attempts had failed, in that we hadn’t established a sustained market position. Things hadn’t gone well up until that point.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

MAY 24, 2013

In the book, I tell the stories of scale-up entrepreneurs from around the world, and how they beat the odds to make a mark on their markets. I used to think our great technology would take us to leadership in our market — now I realize it is our team, our organization, our marketing and our ambition to sell.

Entrepreneur 8

Entrepreneur IPO Open-book Marketing 8

Harvard Business Review

SEPTEMBER 19, 2014

And of the remarkable tech IPO class of 1986, which included Adobe, EMC, Microsoft, and Sun Microsystems, Oracle has been the best performer. Oracle, despite being a giant organization with 122,000 employees and a market value of $177 billion, remains very much the idiosyncratic creation of one man, Ellison. One size does not fit all.

Company 8

Company Chief Technology Officer IPO CEO 8

Harvard Business Review

JULY 27, 2017

Talented founders know that corporations simply cannot replicate the deep experience private VCs have in starting companies, nor their expertise in assisting startups with complex challenges such as deal making, business modeling, resolving disputes among founders, executing a successful IPO, and so on. Creating the Venture Client Model.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

AUGUST 27, 2018

stock exchanges has declined by almost 50% from its peak in 1996, despite dramatic increase in aggregate market capitalization. They operate as lean organizations, using cloud and internet-based infrastructure, and launch and distribute products more quickly than did firms that competed with factories, warehouses, inventories, and suppliers.

IPO 11

IPO Company First-mover Advantage Intangible Assets 11

Harvard Business Review

SEPTEMBER 13, 2013

Between now and the IPO, every bit of information about the company’s finances and other metrics will be closely scrutinized. You can expect to see endless discussions in the press about revenue, valuation, user growth, and product. Research shows that firms’ management teams influence the success of their IPOs.

IPO 8

IPO Execution Incentives Finance 8

Harvard Business Review

JUNE 1, 2015

For many consumer tech companies, this post-IPO pressure on financial returns is too high. Because they are innovative by nature, consumer tech companies need to invest heavily in research and development, which could be done if they had a portfolio of products at different stages of maturity, with some of them being established cash cows.

IPO 8

IPO Company Maturity Short-term 8

Harvard Business Review

SEPTEMBER 4, 2015

However, CEOs often don’t have the career background and education that would equip them to personally lead the process of new product development. This would mean, for example, working in R&D to lead pharma innovation, new product development for high tech, and product design or merchandising for fashion retail.

CEO 8

CEO Innovation Pharmaceuticals Merchandising 8

Harvard Business Review

NOVEMBER 20, 2013

China leads all emerging markets with 89 companies on the latest Fortune Global 500 list of the world’s largest. To many skeptical consumers in developed markets, Brand China still means lower quality. Western brands also want access to China and recent global market turmoil has exposed many targets for astute Chinese brands.

Brand 8

Brand Globalization Company Development 8

Harvard Business Review

JULY 12, 2017

Digital players wield outsize market power. With products that rely on network effects, these players enjoy economies of scale and dominant market share. With products that rely on network effects, these players enjoy economies of scale and dominant market share. Digital markets are uneven.

Innovation 8

Innovation Policies Technology Politics 8

Harvard Business Review

OCTOBER 20, 2014

In this letter, I’d like to explain more fully why I view the $51 billion already spent by Apple on open market (including accelerated) share repurchases under your leadership as a major misallocation of resources for both the company and the U.S. Unlike Mr. Icahn, I do not write to you as an Apple shareholder (I hold no Apple shares).

Innovation 11

Innovation EPS Incentives Supply Chain 11

Harvard Business Review

MARCH 15, 2012

This was largely a product of the firm's near-death experience after the 1929 crash. That may just be because some of the partnership ethos lived on nine years after the IPO, meaning that the firm is unlikely to do so well in the next financial crisis. It had spawned a closed-end fund, the Goldman Sachs Trading Corp.,

Hedge 13

Hedge Long-term Banking Short-term 13

Harvard Business Review

FEBRUARY 24, 2016

So far this year, the stock market has been anything but stable. I joined HubSpot, an inbound marketing software company, as the fourth employee and first salesperson in 2007. Seven years after that infamous day in 2008, we are a post-IPO company with a market cap of over $1 billion dollars. In the U.S., My answer is no.

Crisis 8

Crisis IPO Marketing Entrepreneur 8

Harvard Business Review

JANUARY 14, 2014

Its IPO in 1999 was a sensation ; by autumn 2000 its market capitalization topped $65 billion and the ratio of its stock price to the next year’s projected earnings was a staggering 483. Its high-end Internet routers were gaining share on market-leader Cisco, and the sky was the limit. Neither have acquisitions.

Hedge 8

Hedge Chief Technology Officer Maturity IPO 8